Congratulations to Morgan Badurak who is the Fall 2023 Cision Insights Fellow, awarded by IPR. Her full paper can be downloaded here.Is Corporate Social Advocacy the Pathway to Gen Z Engagement?A Case Study of Amazon, SpaceX, and Trader Joe’s Legal Actions Against the NLRB on Social MediaGen Z is a generation deeply invested in social advocacy, wielding significant influence over market trends and brand loyalty. Societal impact is not just a bonus but a prerequisite for support from this generation of consumers. Gen Z expects brands to reflect their values and actively champion social justice and advocacy both internally and externally (Coman et al., 2022). Amazon, SpaceX, and Trader Joe’s legal battle over workers’ rights with the National Labor Relations Board (NLRB) provides compelling case studies for understanding Gen Z’s expectations of brands to navigate socio-political issues. By embracing internal and external corporate political advocacy, brands can forge meaningful connections and secure long-term loyalty within this influential demographic while reaping the practical benefits of increased brand credibility, customer engagement, and sustainable growth.Due to their socially and environmentally conscious nature, Gen Z values brands aligned with their principles, particularly in ethical labor practices (ICSC, 2023). Therefore, the NLRB lawsuits are beneficial case studies for understanding how internal and external corporate political advocacy (or lack therefore) impact Gen Z’s perception of and conversations around brands online. The study was a comparative analysis of messaging frames in Twitter discussions related to the NLRB and Gen-Z social media networks. The analysis was guided by research questions to uncover what frames Gen Z used to discuss the corporate action against the NLRB and how these frames differed from other generations. It also sought to examine the dynamics of Gen Z’s social networks and how their connections could shape discourse and impact perceptions of brand identity. Brandwatch data from January 1, 2024, to March 31, 2024, was used to answer these research questions. It was gathered with queries focused on the National Labor Relations Board (NLRB) and general labor/union conversations on Twitter, resulting in 35,443 NLRB mentions and approximately 1.32 million general labor mentions. Duplicate panels were created to segment conversations between Generation Z (Gen Z) and non-Gen-Z users, with specific tags for Amazon, SpaceX, and Trader Joe’s for further analysis.In examining Generation Z’s discussions surrounding corporate actions and the National Labor Relations Board (NLRB) on social media, findings indicate that approximately 61% of Gen Z’s tweets expressed support for unions or the NLRB, a notably higher proportion than non-Gen-Z users. Neutral news sharing comprised around 32.48% of Gen-Z tweets, while opposition to unions or the NLRB was minimal at 3.51%. A comparison of Gen Z’s discourse with other social media users revealed distinct differences. Gen Z focused on specific messages and displayed a cohesive opinion, while non-Gen-Z users exhibited more varied views. While Gen Z focused primarily on pro-union conversation, non-Gen-Z users shared more neutral and news-focused content (approximately 55.24%), with greater diversity of opinion observed among them.          Analysis of social media networks expanded on differences between Gen Z and other user groups. Gen-Z networks appeared to be more insular with less interaction between groups. This finding suggests that Gen Z engages more in localized discussions within their circles, potentially influencing brand discourse on social platforms. Lastly, the study explored how Gen Z’s framing and social networks influence their perceptions of brand identities. While it is difficult to make a direct correlation with this study, Gen Z’s positive union perspective in contrast with the lack of corporate social action had seemingly negative impacts on brand identity.The study’s findings underscore Gen Z’s unique identity and online discourse compared to previous generations, revealing their cohesive networks and active engagement in social and political matters. Gen Z’s emphasis on corporate accountability and advocacy for social justice contrasts with historical consumer behavior, posing a challenge for brands seeking to authentically align with their values. However, this presents an opportunity for brands to forge strong, loyal relationships with this young consumer demographic. Gen Z’s online discourse reflects their capacity to drive meaningful change in consumer behavior and corporate practices. These findings offer valuable guidance for public relations practitioners and corporate communication leadership, suggesting the incorporation of corporate political advocacy, particularly in addressing employee labor movements, to bolster perceptions of overall brand image and loyalty among the socially conscious demographic (Coman et al., 2022). Based on these findings, the following takeaways are suggested:1) Proactive Advocacy: Embed social justice initiatives into brand campaigns to resonate with Gen Z’s values.2) Transparency and Accountability: Communicate openly about corporate policies and practices, demonstrating accountability for actions.3) Engagement with Community: Foster connections with Gen Z through social media campaigns and events centered around shared causes.4) Prioritize Authenticity: Steer clear of performative activism, opting instead for genuine engagement and transparent communication. Morgan Badurak is a first-year media and public affairs doctoral student in the Manship School of Mass Communication at Louisiana State University. She holds an M.A. in Advertising and Public Relations from the University of Alabama and double-majored in Mass Communication (B.A.) and Music Industry Studies (B.S.) at Loyola University New Orleans. Her research interests are centered around social and digital media effects on socio-political issues in the United States.  ...

This blog is provided by the IPR Measurement Commission.What kind of news source do you trust most to get your vital information? Turns out, the answer may depend on your age.That’s because a recent survey on news consumption preferences conducted by Researchscape in collaboration with Fullintel, results found that media preferences often differ sharply along generational lines.The survey findings indicated that older generations are more likely to trust broadcast news, while younger generations tend to prefer online news, email newsletters, and social media. Younger generations also indicated one of their most preferred types of newsletters are of the personal/influencer variety.The omnibus survey conducted in February 2024 gauged the opinions of more than 1,000 U.S. adults across the country weighted against the U.S. population.Overall, respondents ranked broadcast news as the most trusted news source. It was followed by print newspapers, cable news, online news, email newsletters, and social media.The Great Age Schism in News PreferencesBut while more than 80 percent of the Silent Generation (born 1928-45) and more than 60 percent of Baby Boomers (1946-64) said they trust either broadcast or cable news the most, that number dropped to just 43 percent of Millennial (1981-96) and 37 percent of Generation Z (1997-2012) respondents.As mainstream news organizations face near-constant layoffs and traditional news sources such as broadcast and cable deal with declining audiences, there appears to be an opportunity for newer mediums such as online news and email newsletters to become the most trusted sources for younger generations.Case in point: Online news, trusted most by zero percent of the Silent Generation, was the go-to choice for nearly a quarter of Millennials and 18 percent of Gen Z.Social media was also more trusted among younger generations, with nearly 20 percent of Gen Z respondents trusting the medium the most compared to none from the Silent Generation, just three percent of Boomers, and nine percent of Generation X (1965-80).Indeed, even though social media ranked last in overall trust, the percentage of Millennials and Gen Z respondents was almost 70 percent of all those who ranked social media as their No. 1 news source.Email Newsletters: A Small, But Growing, MediumWhile trust in email newsletters was relatively low across the board, they still ranked higher overall than social media – and earned the most trust (seven percent) among Gen Z participants.Part of this could be because newsletters have traditionally been associated with retailers or brands, but have shifted more towards news-based content over the past decade or so.Self-identified newsletter subscribers were multigenerational, with a nearly even split of between 18 and 25 percent of respondents in every age category saying they subscribe to newsletters published by newspapers or magazines. Newspaper/magazine newsletters and personal/influencer newsletters were also two of the most popular subscriptions for Millennials and Gen Z’s.Those who subscribe to personal/influencer newsletters were also much more likely to trust newsletters than those who don’t subscribe.Of newsletter types, retailer/brand and loyalty program newsletters were the most popular followed by newspaper/magazine newsletters. But news-driven newsletters combined – including local/regional and industry newsletters – captured the largest share of email newsletter readership.The Top 10 NewslettersThe top 10 newspaper/magazine newsletters, according to the survey, were produced by:The New York TimesCNNThe Washington PostThe Wall Street Journal (WSJ)NPRMorning BrewThe AtlanticWiredPoliticoThe HustleGenerational differences, however, also made an appearance when analyzing the top five most popular news-driven newsletters:— The New York Times, CNN, The Washington Post, and The WSJ’s newsletters are popular among Gen Z respondents, but NPR newsletters are not.— NPR newsletters are more popular among Boomers and Gen X’ers.— The most popular email newsletter among Millennials is from The New York Times.How PR Pros Can Use the Survey DataThese findings could be considered something of a canary in a coal mine for PR and communications professionals.That’s because while broadcast and cable news are still an important medium for reaching older generations, the survey indicates that the popularity of both mediums nose-dive among younger cadres.That’s likely a sign that broadcast and cable news will grow even less relevant in the future, while other mediums will likely become more relevant. It stands to reason that PR pros who want to reach younger audiences (and, likely, all audiences in the future) will need to focus more on social media, online news, print news, and to a lesser extent, email newsletters.News-driven email newsletter platforms such as Substack may also have an advantage over legacy media among some younger consumers because trust in traditional media has declined precipitously over the past several years.Many Substack newsletters are produced by trained journalists with name recognition, but without the distrust and baggage of legacy media brands (which in most cases are owned by large corporations). Newsletters also have a personal touch most mainstream news sources just cannot replicate.Indeed, while trust in the mainstream media has dropped, at the same time some research shows trust in email newsletters has remained relatively constant. And as news-driven email newsletter platforms mature, it’s possible they’ll become even more trusted in the future.Considering Email Newsletters in Media MeasurementPR professionals already know how to measure traditional and social media. But how should we measure email newsletter content?There’s no site traffic or similar third-party metric sources for Substack-style news content, but you can get a good sense of audience from authors’ subscriber counts. Engagement metrics can be determined by likes and comments. And you can even reach out to individual writers to ask for click-through and open rates (there’s no guarantee they’ll provide that data, but it doesn’t hurt to ask).Newsletters are important because they have a captive audience. From the survey, we also know that younger people trust this content more than older audiences. And as broadcast and print sources decline, it is likely that newsletters–more personalized news–will claim their share of trust.That’s why it’s important to include email newsletters in your measurement program. It also means that, when measuring, PR professionals may consider giving newsletters a higher impact weight for this demographic than for others. Angela Dwyer is Head of Insights at Fullintel, IPR Measurement Commission director, and IPRRC board member. She is an award-winning, media measurement expert who helps brands improve business results through data-driven, actionable insights. Tony Cheevers has worked as a sales and marketing leader for global brands like Schlumberger, KLM Royal Dutch Airlines, Virgin Aviation Group and the United States Postal Service. He is currently the Customer Success Officer at Researchscape International where he’s on a mission to make compelling data available to every storyteller.’ ...

Muck Rack analyzed current trends in journalism, including concerns about funding and trust, employment practices, and the implementation of generative AI.An online survey of 1,106 U.S. journalists was conducted Jan. 3 – Feb. 9, 2024.Key findings include:1.) 28% of journalists said they currently use generative AI, followed by 20% who plan to explore its uses in journalism.2.) 45% said their does not have an AI use case policy, compared to 24% who said their company does have a policy in place.3.) 70% of journalists said public relations professionals were at least “moderately important” to their success.4.) Journalists’ top concerns currently include a lack of funding (35%), trust in journalism/media (31%), disinformation (28%), and the decline in local news (24%).5.) 69% said digital publication is the primary medium for their work, followed by print (19%), and TV (4%). Read more about current concerns and trends in the journalism industry ...

This summary is provided by the IPR Digital Media Research CenterDr. Yuan Sun, Dr. Jin Chen, and Dr. S. Shyam Sundar analyzed AI chatbots’ capability to simulate human-like conversations and whether they are more persuasive when they appear human-like in their appearance, interactions, and delivery of advertising content.An online experiment with 414 adult respondents was conducted from Jan. 10–14, 2021. The participants interacted with either human-like chatbot profiles or machine-like chatbot profiles. Participants were also presented with narrative ads (ads “similar to human ‘storytellers’ which conveyed key messages through stories”) or factual ads (ads which “delivered product details and statistical evidence in a manner that would be consistent with a machine-like presenter”).Key findings include:1.) When respondents were able to interact with the chatbot, their attitudes toward the advertisement were more likely to be positive.— Greater interactivity also led to increased behavioral intention with the advertised product.2.) Narrative ads enhanced consumer engagement and reduced respondents’ awareness of the advertiser’s intent to persuade.3.) Narrative ads from interactive, machine-like chatbots generated the most positive attitudes toward advertisements.4.) Factual ads from less interactive, human-like chatbots generated the least positive attitudes toward advertisements.Learn more about different types of chatbots and their influence on consumers ...

Updated March 8, 2024 Thanks to the IPR Digital Media Research Center team for their considerations and input.  With the increased use of generative AI and the potential for increased misinformation and decreased transparency in the research space, the Institute for Public Relations (IPR) has created a disclosure policy for labeling generative AI use in research-related content. Content labels help prevent disinformation, allow transparency for material sources, and help prevent plagiarism. This ensures openness, accountability, honesty, and rigor of the material that IPR creates and publishes. Considerations When Using Generative AI●      Generative AI cannot verify the quality or accuracy of the work it draws upon and is prone to hallucinations (or making up content). ●      Generative AI output may contain biased information.●      Generative AI stops collecting information at a certain period of time, so it does not use the most updated research or material. ●      Confidential or proprietary information should not be uploaded or fed to generative AI (including the responses of participants who have requested confidentiality or anonymity).Therefore, IPR requires in-text disclosures of substantive generative AI use in its research-related materials. The research materials that require disclosure include:●      Blogs, blurbs, and research summaries●      IPR Research Letter articles●      IPR Signature Studies●      Public Relations Journal articles●      IPR Deconstructing series articles●      Presentation materials at IPR events or programsRules and Guidelines for AI Use in IPR-Published Work●      Authors must disclose how generative AI was used and to what extent. ●      Generative AI should be used primarily for editorial assistance. AI should not be used as a co-author for a research paper, as it cannot take responsibility for the work. ●      Authors and creators must take full responsibility for all content created by generative AI, including the use of copyrighted material, and ensure the content is factual, credible, accurate, and supported by other reliable sources. ●      AI should not be used as a primary or secondary source. Instead, it is the author’s responsibility to track original content sources for proper attribution. ●      Each use of generative AI within a document should be addressed individually.●   Authors are responsible for complying with relevant laws and regulations related to AI-generated content.Generative AI use should be labeled or disclosed when used for:●      The research process, such as collecting or analyzing the data●      New content generation (visual or written)●      Content a reader would assume to be human-created●      Language translation (content should also be checked by a fluent speaker)●      Editing that changes the style, voice, or composition of the writingGenerative AI typically does not require a label or disclosure for:●      Idea or topic generation/brainstorming●      Grammatical changes or other minor edits that do not change the overall content, style, or voice of the piece●      Summarizing of material if it does not change the contentWays to disclose:●      In-text citation using APA style●      A reference in a paragraph in the report●      Footnote●      EndnoteWhat should be included in the label or disclosure:●      The generative AI program used (e.g., ChatGPT 4.0)●      The prompt used (e.g., summarize these research findings in two paragraphs)●      The section where generative AI was applied (e.g., introduction)●      Who used the generative AI (e.g., Dr. Tina McCorkindale)●      The date, if applicableHere is an example of a footnote: The introduction was created by inserting the bulk of the report written solely by Dr. McCorkindale, the primary author of this report, into ChatGPT 4 and then asking it to create two introductory paragraphs. Dr. McCorkindale checked the accuracy of the content and edited the introduction.For more information about content disclosure, please refer to Dr. Cayce Myers’s IPR article, “To disclose or not to disclose: That is the AI question.” IPR suggests that if in doubt whether AI-generated content should be labeled, it’s best to over-disclose rather than under-disclose.Please note: This policy will evolve to ensure it remains relevant and effective throughout changes in the AI disclosure landscape. ...

Download the Full Report (PDF): Collaborators for Change ReportDownload the Press Release: Collaborators for Change Report Press ReleaseDownload Social Graphics: Collaborators for Change Report Social GraphicsSpecial thanks to our sponsor: This IPR Signature Study is provided by the IPR Center for Diversity, Equity, and InclusionThrough interviews with 20 Chief Diversity Officers and 20 Chief Communications Officers conducted in 2023, “Collaborators for Change: Researching the Relationship between the Chief Communications Officer and the Chief Diversity Officer and the Role of DEI in the Workplace” examines the impact, influence, and importance of the CDO position, and the dynamics between these key executives in driving organizational change. Five key findings:Origin of the CDO Role: All Chief Diversity Officers (CDOs) had prior diversity-related experience predating the formalization of the CDO position, with an increase in involvement following George Floyd’s murder.“Technically, I had been doing this work long before I had the title…I’ve been representing (the organization) and building our diversity program and platform for many years. However, it was in 2020 when the tragedy of George Floyd occurred, and Breonna [Taylor] and so many others, I sat down (with the founder) and we talked about our level of commitment to DEI. We decided we needed to make this an all-agency, all-hands-on-deck emergency SOS and I was asked to lead our efforts. We created a global committee of over 100 employees around the world that got together and said, ‘This is not just a Black and White issue, this is an issue of humanity, and we need to all take a stand and make a difference.’” -CDO, global marketing agencyDEI Prioritization: George Floyd’s murder catalyzed a focus on Diversity, Equity, and Inclusion (DEI) efforts, making DEI in the top 10 priorities for nearly all organizations that participated in this study.“It’s top 10, and it’s probably right on the cusp, creeping into the top five. I would like to see it prioritized a bit more in the context of where we are as a business and as an organization. We’re going through a bit of a transformation right now. And so, oftentimes, when organizations are going through that, DEI gets deprioritized a little bit. I don’t feel like it’s been completely deprioritized, but I do feel that we’re continuing to try to remind leaders that you don’t only focus on DEI when things are going well. If the business is challenged, it’s actually when you really need to have a strategic and intentional focus on DEI because it’s a lever and a driver for your business.” -CDO, global retail companyReporting Structures: There’s a consensus among CDOs and CCOs for the CDO role to be a stand-alone, executive position, preferably reporting to the CEO, although some organizations opt for reporting to the Chief Human Resources Officer.“The way it works here I think is really powerful. Our CDO reports directly to the president of the university and sits as a member of the senior most executive leadership team. I think that’s the ideal place. If we could make it a more high-profile reporting relationship, I’d say we should, but you don’t get much more high-profile than reporting to the chief executive of the institution.”   -CCO, private universityOptimism Despite Challenges: CDOs face a number of challenges including overwork, limited resources, and DEI fatigue, yet both CDOs and CCOs express cautious optimism about the future of DEI efforts and their working relationships.“I’m really hoping that we can find a language that unites people in talking about the need of equalizing the grounds of opportunities for all the people, not just in higher ed, but in our country. That needs to happen. Access to food, access to education, access to clean air. And I’m hopeful that this forces us to dismantle what we know, then we can mourn, and we can get over it and really find something that works for everybody. Because we cannot pretend like these things are not here. You can call it whatever you want. I want the recognition and the proactiveness to do something to change this for our next generations. We cannot ignore these things as if they don’t exist.” -vice provost, DEI, public universityThe Relationship with the CCO: CDOs and CCOs view each other as allies in communicating the results and impact DEI initiatives have on the organization.  “You need a network of communicators who are fully invested in telling the narrative around this topic, and to understand how it shows up in the business, even when it’s not being called DEI. If you think about the segmentation of your customers and the demographics of your company, the diversity of your products, and your innovations, and the reasons why those innovations either unfolded or took hold, the basis of it was about the diversity of thought and creativity.”  -head of development, national financial services institution About the Institute for Public RelationsFounded in 1956, the Institute for Public Relations is an independent, nonprofit foundation dedicated to the science beneath the art of public relations™. IPR creates, curates, and promotes research and initiatives that empower professionals with actionable insights and intelligence they can put to immediate use. IPR predicts and analyzes global factors transforming the profession and amplifies and engages the profession globally through thought leadership and programming. All research is available free at www.instituteforpr.org and provides the basis for IPR’s professional conferences and events.Media Contact: Brittany HigginbothamCommunications & Outreach Managerbrittany@instituteforpr.org352-392-0280 ...

Download the Full Report (PDF): Generative AI in Organizations: Insights and Strategies from Communication LeadersDownload the Press Release: IPR Report News ReleaseDownload Social Graphics: IPR Report | Social GraphicsSpecial thanks to our sponsor: This report is provided by the IPR Digital Media Research CenterIn, “Generative AI in Organizations: Insights and Strategies from Communication Leaders,” the Institute for Public Relations (IPR) conducted interviews from November 2023 to January 2024 with 30 communication executives, chief communication officers (CCOs), agency CEOs, academics, and leaders to examine how generative AI is impacting their function and organization. This report specifically examines the role of AI tools like ChatGPT, Microsoft Copilot, DALL-E, and others, probing how they are shaping communication and marketing strategies. Topics covered in this report include:— What is generative AI?— Comfortability of communication leaders with generative AI— Comfortability of organizational Leaders with AI— Ownership of AI in organizations— Concerns about generative AI— AI guidelines and frameworks— Impact on communications function— How communicators are using generative AI— AI training and professional development— What communicators need to know— Impact of generative AI on the business— Who to follow— Tips and prompts Based on the interviews with the 30 communication and technology leaders, the following key findings were identified:Comfortability with Generative AI: Communication leaders are generally comfortable with using generative AI, emphasizing continuous learning and the need for proper guardrails. Communication leaders seemed to be more comfortable using the technology than other organizational leaders.Concerns about Generative AI: Concerns around security and the need for validating AI-generated content are common, with many leaders emphasizing the importance of reviewing/editing AI outputs. Other risks noted include leaking sensitive information, misinformation, plagiarism, hallucinations, data security, and copyright infringement.Ownership and Governance of AI in Organizations: There is no consensus on who owns generative AI in organizations, with responses varying from centralized ownership to shared responsibilities across different departments.AI Guidelines and Frameworks: Organizations are creating guidelines, frameworks, and policies for the ethical and secure use of generative AI. A few said they are waiting to roll out AI in their organizations until they can test and experiment with it.Ethical and Transparent Use of AI: There is a strong emphasis on the ethical use of AI, particularly in maintaining transparency with stakeholders, such as labeling, and ensuring compliance with industry regulations, especially in sensitive sectors like healthcare.Use in Communication: Generative AI has positively impacted the communication function, enhancing tasks particularly in the realm of idea generation, content creation, and workflow efficiency. It’s a tool, not a strategy: Generative AI is seen as a tool augmenting communication tasks, especially repetitive ones. Most respondents emphasized generative AI enhances work, rather than functions as a strategy, emphasizing the importance of humans in the process.Training and Professional Development: Communication leaders emphasize the importance of AI training and professional development, focusing on ethical use, usage guidelines, and the creative potential of AI tools.Societal and Ethical Implications: The broader societal and ethical implications of AI, such as its potential impact on equity, bias, accessibility, and power dynamics, are areas of consideration. About the Institute for Public RelationsFounded in 1956, the Institute for Public Relations is an independent, nonprofit foundation dedicated to the science beneath the art of public relations™. IPR creates, curates, and promotes research and initiatives that empower professionals with actionable insights and intelligence they can put to immediate use. IPR predicts and analyzes global factors transforming the profession and amplifies and engages the profession globally through thought leadership and programming. All research is available free at www.instituteforpr.org and provides the basis for IPR’s professional conferences and events.Media Contact: Brittany HigginbothamCommunications & Outreach Managerbrittany@instituteforpr.org352-392-0280 ...

This summary is provided by the IPR Organizational Communication Research Center and the IPR Center for Diversity, Equity, and Inclusion based on the original studyDr. Maira Ezerins and colleagues examined the state of the neurodivergent workforce. They aimed to bridge the gap between the realms of autism theory and management theory, ultimately offering actionable insights for the inclusion of neurodivergent individuals in the workplace, including people with autism. The study offers strategies for successful integration and retention of employees with autism.The research team conducted a systematic review of existing literature on this subject. They conducted an extensive search in November 2021 to identify peer-reviewed journal articles related to management and neurodiversity. The final sample comprised a total of 287 articles.Key findings include:1.) The authors identified various challenges that autistic individuals face both before gaining employment and after securing a job. These challenges include difficulties navigating the interview process, greater perceptions of ambiguity in recruitment materials, and communication challenges that inhibit autistic individuals from asking for instruction and help on the job.2.) Researchers also highlighted significant gaps in the existing research and suggested that future studies should delve into the influence of leadership on autistic employees.— They emphasized the need to address the “double empathy problem,” which denotes issues in mutual understanding among individuals with distinct cognitive, interpretative, and interactive patterns.3.) The authors stressed the importance of establishing psychological safety to encourage employees to disclose their autism. This psychological safety entails employees feeling secure in taking interpersonal risks.Implications for Practice:Organizations should take the following steps to create a more inclusive and supportive workplace: 1) Provide training to managers on effectively supporting employees on the autism spectrum, including enhancing communication with autistic team members; 2) Implement universal approaches that advocate for the accommodation of all employees’ needs to reduce managerial stress and promote an inclusive environment; and 3) Offer training to neurotypical coworkers to minimize negative reactions to accommodation measures.Click here to learn more about how organizations can enhance the employment experiences of autistic individuals. Ezerins, M. E., Simon, L. S., Vogus, T. J., Gabriel, A. S., Calderwood, C., & Rosen, C. C. (2023). Autism and Employment: A Review of the “New Frontier” of Diversity Research. Journal of Management, 0(0). https://doi.org/10.1177/01492063231193362 ...

PwC studied which factors CEOs predict will impact business in the coming years, including developments in artificial intelligence (AI) and climate action.A survey of 4,702 CEOs in 105 countries and territories was conducted Oct. 2 – Nov. 10, 2023.Key findings include:1.) Respondents said the top factors that will drive change in their organizations over the next three years are technological change (56%), change in customer preferences (49%), and government regulation (47%).2.) 75% of CEOs reported that their company’s efforts to “improve energy efficiency” are either in progress (65%) or completed (70%).— Some of the other in-progress climate actions noted by the majority of participants but were less frequently noted included actions such as “innovating new, climate-friendly products, services, or technologies” (51%), “selling products, services or technologies that support climate resilience” (46%), and “implementing initiatives to protect our physical assets/ workforce from climate risk” (42%).3.) 70% of CEOs agreed that “generative AI will significantly change the way my company creates, delivers, and captures value” over the next three years.— 64% of respondents said “generative AI will increase “efficiencies in my employees’ time at work.”— 46% of respondents said generative AI will increase their company’s profitability.4.) Top concerns regarding the use of generative AI were cybersecurity risks (64%) and the spread of misinformation (52%).Learn what CEOs think will impact business in 2024 and beyond ...

As we embark on the first few weeks of the new year, I would like to take a moment to reflect on the extraordinary achievements of 2023 and express my heartfelt gratitude to each of you for your support of IPR and our industry.In 2023, we made tremendous progress in fulfilling our mission and facilitating important discussions that are vital to the success of communication professionals today.A few key highlights from 2023 that inspire us to aim even higher for 2024 include:1.) Our focus on peer-to-peer learning remained strong and at the forefront in 2023:— Our highly regarded IPR Master Class series expanded to include programs on change management, and we’re excited to announce we will offer a class on generative AI this year.2.) We generated valuable information that influences our most important decisions as communication professionals:— In terms of research, 2023 was a standout year. We commissioned several groundbreaking studies, with one of the most notable being our co-branded study on disabilities in the workplace with Voya Financial.3.) We remained steadfast in our commitment to fostering networking and building a sense of community, which was evident in the resounding success of our 4th Annual Bridge Conference at Georgetown University in Washington D.C. last year. This year’s conference will be April 10-11.— Additionally, we launched our Commissions and Centers Summit in New York City, and we’re thrilled to announce that this year’s summit is scheduled for Dec. 3, 2024 (mark your calendars!)— Our Annual Distinguished Lecture and Dinner surpassed all expectations, with record-breaking attendance and fundraising. Our 2024 event will be on Dec. 4, 2024.It is an honor to continue to serve as the IPR Chair, and I eagerly look forward to further advancing our industry and creating a lasting impact.Wishing you the very best in 2024! Yanique Woodall is Chair of the IPR Board of Trustees and Vice President of Communications at CVS Health. ...